The Rise of Workplace Knowledge Hoarding
A new workplace trend dubbed “quiet constraint” is reportedly emerging as a significant threat to organizational effectiveness and collaboration. Sources indicate this phenomenon occurs when employees avoid sharing essential information or hold back ideas that could benefit their team, creating what analysts suggest is a hidden productivity drain across corporate America.
According to reports from a recent Kahoot survey, the scale of this issue is substantial, with 58% of corporate workers reportedly withholding important knowledge that could benefit their coworkers. The trend appears particularly pronounced among younger employees, with a striking 77% of Generation Z workers acknowledging they sit on valuable knowledge they could share at work.
Understanding the Quiet Constraint Phenomenon
Workplace experts distinguish “quiet constraint” from the better-known “quiet quitting” trend. According to Marium Lodhi, CMO at Software Finder, LinkedIn, “quiet constraint” functions as a self-preservation tactic where employees strategically conserve their energy and attention. She likens the behavior to workplace’s version of airplane mode: “You’re still powered on, but only for the essentials.”
Analysts suggest this trend reflects broader productivity challenges in modern work environments. Employees working in systems that never shut off increasingly choose to avoid overextending themselves by rationing their energy before exhaustion sets in.
Root Causes and Contributing Factors
Contrary to initial assumptions that employees might intentionally withhold information due to resentment, sources indicate the causes are more complex. Jenny Shiers, chief people officer at Unily, explains that when people stop sharing ideas, “it’s rarely about motivation; it’s about trust, connection and clarity of purpose.”
Fineas Tatar, co-CEO at exeviva, notes the trend is particularly common in remote or hybrid setups where team members feel overwhelmed, uncertain about speaking up, or lack proper channels to share knowledge. “Without conversations or collaboration, knowledge gets trapped in the head, in an inbox or down below in a message thread,” he states.
The problem reportedly occurs at every organizational level. Tatar observes that “top performers unconsciously do this because they go so fast that for them stopping to explain things will only slow them down,” while junior employees hesitate to speak up to avoid appearing uninformed or stepping on colleagues’ toes.
Cultural and Psychological Dimensions
Lana Peters, chief revenue and customer experience officer at Klaar, notes that “quiet constraint” more frequently plagues competitive cultures where employees feel they must protect any advantage over coworkers. This environment contrasts with the collaborative approach needed to address industry developments effectively.
Vicki Salemi, career expert at Monster, asserts that lack of psychological safety significantly impacts work satisfaction and productivity. Toxic workplaces that dismiss innovation and demand conformity inevitably encourage knowledge hoarding, as employees fear ridicule for sharing new ideas.
Solutions and Organizational Responses
Annie Rosencrans, director of people and culture at HiBob, recommends companies encourage employees to view themselves as part of a unit rather than isolated individuals. She argues that treating each other as teammates rather than rivals builds collaboration, innovation and trust, strengthening the team and achieving better results together.
Jenny Shiers suggests that culture must now live digitally in accessible spaces where everyone can contribute. “That means investing in digital culture-building: platforms that make communication transparent, celebrate the right behaviors and keep the company purpose front and center,” she states, highlighting the importance of related innovations in workplace technology.
Practical Implementation Strategies
Fineas Tatar sees the goal as making knowledge-sharing part of standard operations rather than an extra burden. He suggests managers begin this cultural shift by asking open questions, rewarding openness, and establishing simple systems where information isn’t lost. “Employees need to consider knowledge-sharing as a means of simplifying everybody’s work, including their own,” he advises.
Lodhi stresses that leaders should view employee opt-out behaviors as opportunities to reassess processes and tools. Smart technology decisions that address workflow pain points can reportedly give teams back time, reduce collaborative friction, and make speaking up feel worthwhile. These approaches reflect broader market trends toward efficiency and engagement.
According to the survey data, when given adequate opportunities and resources, most employees (78%) are reportedly eager to share knowledge. Businesses that pivot to promote the value of each person’s voice alongside information-sharing and open communication may transform “quiet constraints” into stronger collaboration and shared success, much like how independent approaches can sometimes yield unexpected benefits in various fields.
As organizations navigate these challenges, the solutions may draw inspiration from diverse sources, including the resilience shown by groups like the Lodi tribe throughout history. The key insight from experts remains clear: addressing “quiet constraint” requires building environments where sharing knowledge feels safe, valued, and integral to collective achievement.
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